Change Management and Corporate Culture Change Case Study - Emirates
Corporate Culture Change Solution
An Organization’s Culture is its Personality and Attitude. For an Effective and Passionate Culture, employees must be aligned with a common vision they truly believe in. The difficulty is the creation of that common vision that breeds cooperation and a sense of personal ownership. Most organizations impose a vision created by senior management and expect others to “buy in”. The fact is: human nature and emotional buy-in, are more complicated than “this is your job and you should believe”. To succeed in improving Corporate Culture, we must influence the individual AND Group Psychology.
According to a 2007 study of 70 similar companies, you could be losing 52% of your productivity potential. The study indicated: Where the mean is 100 people doing the work of 100 people, in a poor culture, 100 people did the work on 68. But in a good culture, 100 people did the work of 152! To succeed in improving Corporate Culture the people must “feel” the organization serves their own personal development beyond the pay check.
The answer is an Experiential Process that involves Key Influencers to engage peers to find their own Greater Purpose through work and nurture a more fun, more active organizational culture
Based on Directive Communication methodology, associated case studies, we implemented an initiative as an IMPLEMENTATION PROGRAM that provided Immediate Visible Results in the attitudes and cooperation of the staff. When personal gratification is aligned with the organizations objective, it changes the meaning of work for your people and provides a frame work by which senior management can truly influence organizational and personal vision alignment while creating a more passionate and fulfilled work environment.
This program took selected individuals (Key Influencers)on a journey of Change, Vision, and the Implementation of a Greater Work Culture. Then gives them the structure to apply what they gained and assist others in the organization to do the same, a journey of new perceptions that brings out attributes fundamental to Self Leadership. But teaching theory is NEVER enough, and the people needed to “Feel” the “Personal” benefit in change and then have a framework to truly make change happen.
A new approach to changing and keeping a culture used Directive Communication Psychology to cultivate chain reaction change within the organisation it self. See the Process
The reason this program was successful over other types of initiatives is that the psychological foundations are expanded by the employees themselves, not by management and not by consultants. Each of these Modules contained “Implementation Projects” designed to cultivate ownership and excitement within the ranks of your people. The follow-up DC360 people development modules (in accordance with organizational objectives) reinforce created results and perpetuate passion at work.
Andre Leung
Admin & Accommodations Manager
While the DC psychological strategies do affect perceptions, .0there is no “Mindset Change” the process simply brought out facets of identity that already Existed (although in different environments). And, since there is no change in mindset, it was easier to sustain new existing behaviours under the different circumstances. Factors such as: Creating a Greater Purpose at work, using the DC psychology to achieve that greater purpose, having a language that reinforces awareness and facilitates better communication with less reaction, and creating a Unified Identity that aligns the group with the Greater Purpose
Involving different organizational hierarchies (i.e. management, supervisors, front line, and support) as equals in the attainment of something better, provided the glue that binds a sense of ownership and brings our self leadership qualities out in the masses. They then become the strike force that ignites the leadership revolution from within they are the force for the good of the organization. They gain a strong sense of purpose because they fulfilling their own needs through the organization, not just doing the job
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